A Manifesto for Introverts 1. There's a word for 'people who are in their heads too much': thinkers. 2. Solitude is a catalyst for innovation. 3. … - Susan Cain

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths — these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

We moved from what cultural historians call a culture of character to a culture of personality. During the culture of character, what was important was the good deeds that you performed when nobody was looking. … But at the turn of the (20th) century, when we moved into this culture of personality, suddenly what was admired was to be magnetic and charismatic.

The place where you suffer is the same space where you commit yourself to act.